Although organizations have started social innovation initiatives that allow employees to actively shape the employee–organization relationship, existing studies still treat employees as inactive recipients in the relationship with their employer. As a result, it remains unclear how social innovation in employee–organization relationships is implemented in practice and thus, how social innovation provides benefits to the employee and the organization. The originality of this study is its focus on how employees, as (pro-)active constituents, shape the employee–organization relationship, for finding better explanations of the outcomes of social innovation initiatives.
Meijerink, J. (2014), "Practicing Social Innovation: Enactment of the Employee–Organization Relationship by Employees", Human Resource Management, Social Innovation and Technology (Advanced Series in Management, Vol. 14), Emerald Group Publishing Limited, pp. 135-153. https://doi.org/10.1108/S1877-636120140000014014Download as .RIS
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